“People in Ukraine go to work while bombs are being dropped. Let that sink in…”

We gather, fellow leaders, in a time of unprecedented uncertainty. Inflation gnaws at profit margins. Supply chains remain tangled, a Gordian knot of geopolitical risk. A potential recession looms like a specter at the feast. And, to add insult to injury, we’re still grappling with an employee engagement crisis that feels less like a dip and more like a permanent plunge.

We wring our hands. We blame the “macro environment.” We hide behind jargon about “the future of work.” But let’s be brutally honest with ourselves: some of this is on us.

I’ve navigated decades of global logistics, from the gritty realities of the warehouse floor to the high-stakes chess game of international supply chain management. I’ve seen teams rise to extraordinary challenges and crumble under mediocre leadership. And I can tell you, with the authority of experience, that purpose is the ultimate performance enhancer.

We see its raw power in the face of true adversity. “People in Ukraine go to work while bombs are being dropped.” This isn’t just about showing up; it’s about showing up for something larger than oneself. It’s about a deeply ingrained sense of purpose that transcends fear and hardship.

Meanwhile, back in our (relatively) safe boardrooms, we’re struggling to get people excited about…what, exactly? Quarterly earnings? Stock buybacks? The latest corporate virtue-signaling campaign?

Our employees, particularly in this climate of economic anxiety, are desperate for meaning. They’re watching the news. They’re worried about their financial security. They’re asking, with increasing urgency, “Why should I care about this company when the world feels like it’s falling apart?”

The esteemed psychologist Viktor Frankl, a survivor of the Holocaust, offered profound insight: “Those who have a ‘why’ to live, can bear with almost any ‘how’.”

In our context, the “how” is the daily grind, the long hours, the pressure to perform in an increasingly volatile market. And the “why”…well, that’s where we often fall short. We’ve become so focused on short-term gains and shareholder value that we’ve forgotten to articulate a compelling vision that resonates with the human spirit.

We’ve also become allergic to accountability. In a misguided attempt to be “employee-centric,” we’ve blurred the lines between empowerment and entitlement. We reward mediocrity with the same perks as excellence, sending a clear message that performance doesn’t really matter. This erodes trust and fuels disengagement.

I know this might sound contrarian, especially in today’s HR echo chamber. But I’m convinced that even in this tumultuous environment, strong leadership can triumph over apathy.

Consider the words of Mary Barra, CEO of General Motors: “There’s no such thing as work-life balance. There are work-life choices, and you make them, and they all have consequences.”

Barra’s statement, while perhaps unpopular in some circles, speaks to the heart of the matter. It acknowledges the real-world pressures employees face, but it also underscores the importance of individual responsibility and the inherent trade-offs involved in any career.

This is the tightrope we must walk as leaders. We must be empathetic to the anxieties of our time – the economic uncertainty, the geopolitical instability – but we must also hold our people to a high standard. We must inspire them with a clear and compelling purpose, and we must create a culture where contribution is valued and rewarded.

This isn’t about “managing” generations; it’s about leading human beings. It’s about reminding them that even in the face of global challenges, their work can have meaning, their contributions can make a difference, and their company can be a force for good.

The world outside may be chaotic, but within our organizations, we have the power to create a sense of stability, purpose, and shared endeavor. It won’t be easy. It will require courage, clarity, and a willingness to challenge the status quo. But the alternative – a workforce adrift in a sea of uncertainty – is simply not an option.